Hemant Luthra, Chairman and Arvind Mehra, Executive Director and CEO, Mahindra Aerospace needed to seriously decide on the corporation’s growth strategy and to analyze the aerospace industry's prospects in India. Mahindra Aerospace was a leader amongst private sector companies in India that, in continuation to building capacity exterior to the country, had inaugurated manufacturing capacity in India for the aerospace industry. The top executives required to evaluate merchandize of how the situation had evolved since its entry into the business, to decide other important long term steps. Luthra and Mehra needed to decide the next major strategic moves for the business.
Mahindra Aerospace Looking Ahead Case Study Solution
The Mahindra Group had already developed some important capacities, and some capabilities that were centered by Mahindra Aerospace by acquisitions, and was well-poised to enroll in engineering design, and also be a vendor to some majors. With strong technological capacities relative to other new players along with a relative cost advantage over traditional American and/or European players, Mahindra hoped to be able to chart a strategy that enabled them to move up the value chain. Nevertheless, the top executives were sensitive to the unique attributes of the sector - long gestation periods for creation and product development and high volatility in the market. Consequently, prudent capital investment decisions were very crucial for the long-term health of the business.
PUBLICATION DATE: September 01, 2014 PRODUCT #: IMB473-PDF-ENG
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